Titlebook: Learning From World Class Manufacturers; Marek Szwejczewski,Malcolm Jones Book 2013 Palgrave Macmillan, a division of Macmillan Publishers

deferential

書目名稱Learning From World Class Manufacturers影響因子(影響力)




書目名稱Learning From World Class Manufacturers影響因子(影響力)學(xué)科排名




書目名稱Learning From World Class Manufacturers網(wǎng)絡(luò)公開度




書目名稱Learning From World Class Manufacturers網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Learning From World Class Manufacturers被引頻次




書目名稱Learning From World Class Manufacturers被引頻次學(xué)科排名




書目名稱Learning From World Class Manufacturers年度引用




書目名稱Learning From World Class Manufacturers年度引用學(xué)科排名




書目名稱Learning From World Class Manufacturers讀者反饋




書目名稱Learning From World Class Manufacturers讀者反饋學(xué)科排名

外形

Quality Improvement Approaches, quality requirements of our customers. Although Toyota, that doyen of World-Class Manufacturing, started developing its lean system in the 1930’s, the company was still facing quality issues in the 1950’s and it took the influence of Dr Edwards Deming and the American approach of Total Quality Cont

impale

ANNUL

Infinitesimal

Developing People, undoubtedly paradoxes in the macroeconomic benefits of flexible labour markets and the microeconomic benefits of people development and empowerment. As in our later discussion of approaches to flexibility, which include flexibility of hours worked, we shall discuss how companies have tried to devel

insurrection

apropos

brassy

Flexibility,a flexible factory (Szwejczewski and Cousens, 2006). Customer order patterns in both the industrial and commercial sectors have become more uncertain; the reasons behind this unpredictable demand are varied. Customers in industries as diverse as retail, computers and car manufacturing will only buy

相互影響

Innovation,ing new products; many a CEO has been heard to say metaphorically “we must innovate or die”. We see lots of product innovation around us today; it is one of the key factors behind the success of many leading companies. While the importance of product development is not in doubt, a one-dimensional fo

公司

Conclusions,mbly line in 1913 and Toyota began automotive production in the 1930’s. We have also shown how each individual company’s approach has evolved, building on initial implementations and developing it further. The question is whether there is a model for managing this developmental process, or whether w